Hans-Peter Degn, Steven Hadley and Louise Ejgod Hansen
During the evaluation of European Capital of Culture (ECoC) Aarhus 2017, the evaluation organisation rethinkIMPACTS 2017 formulated a set of “dilemmas” capturing the main…
Abstract
Purpose
During the evaluation of European Capital of Culture (ECoC) Aarhus 2017, the evaluation organisation rethinkIMPACTS 2017 formulated a set of “dilemmas” capturing the main challenges arising during the design of the ECoC evaluation. This functioned as a framework for the evaluation process. This paper aims to present and discuss the relevance of the “Evaluation Dilemmas Model” as subsequently applied to the Galway 2020 ECoC programme evaluation.
Design/methodology/approach
The paper takes an empirical approach including auto-ethnography and interview data to document and map the dilemmas involved in undertaking an evaluation in two different European cities. Evolved via a process of practice-based research, the article addresses the development of and the arguments for the dilemmas model and considers its potential for wider applicability in the evaluation of large-scale cultural projects.
Findings
The authors conclude that the “Evaluation Dilemmas Model” is a valuable heuristic for considering the endogenous and exogenous issues in cultural evaluation.
Practical implications
The model developed is useful for a wide range of cultural evaluation processes including – but not limited to – European Capitals of Culture.
Originality/value
What has not been addressed in the academic literature is the process of evaluating ECoCs; especially how evaluators often take part in an overall process that is not just about the evaluation but also planning and delivering a project that includes stakeholder management and the development of evaluation criteria, design and methods.
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Peter Moran, Daniel Han Ming Chng and Liman Zhao
Following are the learning outcomes: to understand how the tools and frameworks of strategic analysis can be applied to understand the evolution of value creation and capture in…
Abstract
Learning outcomes
Following are the learning outcomes: to understand how the tools and frameworks of strategic analysis can be applied to understand the evolution of value creation and capture in the FMCG industry; to analyze the core competencies of a company and understand their relevance in this fast-changing industry; to understand how to evaluate the pros and cons of a certain strategy and business model; and to develop strategic recommendations.
Case overview/synopsis
The case series traces the developments in China’s FMCG industry from the early 2010s to 2017, in general, and the efforts of Beijing WinChannel Software Technology Co., Ltd. (WinChannel) and its affiliated company, Huixiadan, in their attempt to apply new digital technologies to transform the traditional trade channel, in particular. The decision point of Case A, in early 2015, is how WinChannel can help improve the reach and efficiency of the traditional trade channel and wonders if the emerging online/mobile B2B FMCG platforms are the right solution for the increasingly digitized FMCG retail industry in China. The decision point of Case B, at the end of 2017, is how could Huixiadan’s business model be sustainable and what it should do to withstand the competitive threats even as it tries to exploit opportunities in the traditional FMCG industry in China.
Complexity academic level
It can be used with MBAs, EMBAs and senior executives.
Supplementary materials
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Subject code
CSS: 11: Strategy.
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MARISTELLA AGOSTI, MICHELINE BEAULIEU, CYRIL CLEVERDON, HANS‐PETER FREI, NORBERT FUHR, DAVID HARPER, PETER INGWERSEN, MICHAEL KEEN, RAINER KUHLEN, STEPHEN ROBERTSON, ALAN SMEATON, KAREN SPARCK JONES, KEITH VAN RUSBERGEN and PETER WILLETT
Sir, We write to record our debt, and that of our colleagues, to one of the founding fathers of information retrieval, Gerard (Gerry) Salton, who died on 28th August 1995 in…
Abstract
Sir, We write to record our debt, and that of our colleagues, to one of the founding fathers of information retrieval, Gerard (Gerry) Salton, who died on 28th August 1995 in Ithaca, ny at the age of 68. Information retrieval was established as a new academic discipline by a small number of pioneers, Gerry among them, who recognised the need for, and the research challenges presented by, the automated indexing, storage and retrieval of text documents. He brought academic rigour and scholarship to establishing the foundations of this discipline, and we acknowledge his influential contributions to the theory, experimental methods, and practice of information retrieval.
Jiri Marek, Hans‐Peter Trah, Yasutoshi Suzuki and Iwao Yokomori
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Thurid Hustedt and Heidi Houlberg Salomonsen
Neutrality has traditionally been considered a key trait of the civil service in Western democracies. The conception of the neutral bureaucracy is closely linked to the notion of…
Abstract
Neutrality has traditionally been considered a key trait of the civil service in Western democracies. The conception of the neutral bureaucracy is closely linked to the notion of the prominent politics–administration dichotomy of the two spheres of politics and administration, as advocated by Max Weber (1980) and Woodrow Wilson (1887). According to conventional wisdom, the firm and encompassing implementation of the merit principle realises the idea of a neutral bureaucracy. In that respect, neutrality and merit-based recruitments are often considered the opposite of politicisation. Conventionally, a neutral bureaucracy is considered to assure competence and immunity against opportunistic ideas brought in by volatile, sometimes erratic political leadership. Because elected politicians come and go with elections, they cannot ensure that political decisions are carried out based on the ‘best’ available knowledge. In that sense, bureaucrats are conceived as neutral, obedient servants that subordinate their behaviour to the will of political masters, to the law and the common good. However, there is no strict politics–administration dichotomy in contemporary politico-administrative systems. Empirical findings from the late 1970s onwards demonstrated that bureaucrats are by no means as neutral and ‘apolitical’ as assumed, but rather remarkably involved in political processes. This chapter discusses the literature on neutral competence and presents an empirical analysis of Danish and British civil servants’ accounts of neutrality. This chapter concludes by suggesting the concept of competent neutrality and discussing implications for our understanding of bureaucratic neutrality.
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Nobody concerned with political economy can neglect the history of economic doctrines. Structural changes in the economy and society influence economic thinking and, conversely…
Abstract
Nobody concerned with political economy can neglect the history of economic doctrines. Structural changes in the economy and society influence economic thinking and, conversely, innovative thought structures and attitudes have almost always forced economic institutions and modes of behaviour to adjust. We learn from the history of economic doctrines how a particular theory emerged and whether, and in which environment, it could take root. We can see how a school evolves out of a common methodological perception and similar techniques of analysis, and how it has to establish itself. The interaction between unresolved problems on the one hand, and the search for better solutions or explanations on the other, leads to a change in paradigma and to the formation of new lines of reasoning. As long as the real world is subject to progress and change scientific search for explanation must out of necessity continue.
Hans‐Peter Bauer and Martin Peter
Describes the Wolfsberg Principles, which are essentially global anti‐money laundering guidelines for private banking only, and were drafted by 11 banks: Citibank, Morgan, Chase…
Abstract
Describes the Wolfsberg Principles, which are essentially global anti‐money laundering guidelines for private banking only, and were drafted by 11 banks: Citibank, Morgan, Chase, HSBC, Barclays, Banco Santander Central Hispano, Societe Generale, Deutsche Bank, ABM AMRO, Credit Suisse, and UBS. Outlines the topics involved in the guidelines: identification of clients as well as the beneficial owner, situations requiring additional due diligence like business relationships with clients from high risk countries or involving public officials, suspicious activities, and key measures against money laundering such as monitoring, control, or education and training. Assesses the reaction to the Principles, which has generally been good: one problem is that there is no enforcement mechanism. Concludes with the further scope for cooperation between the Wolfsberg group of banks.